Studies show how firms that prioritize customers while using autonomous networks systematically outperform hierarchies of authority that prioritize short-term profits.| Steve Denning
It’s Not Just What Nadella Did After He Became CEO: Here's How Innovators In The Middle Laid The Foundation And Paved The Way For The Triumph Of Microsoft's Renascence| Forbes
The Best Firms Work Backwards From The Customer| Forbes
The killer insight: value-creating enterprises not only satisfy customers: they make much more money than firms focused on making money.| Steve Denning
The obsolescence of managers is less about the personal characteristics of individual managers and more to do with the obsolete state of the organizations they work for.| Steve Denning
Energy companies like Equinor and Chevron show starkly different approaches to leadership and company culture. They'll need to innovate to keep up with a changing market.| Steve Denning
It May Come As A Shock To Millions Of Managers That The New Language Of Business Barely Includes The Job Title Of “Manager”: Solution: Become A Customer Missionary!| Steve Denning
The enterprise focus of MSFT's communication tool Teams raises questions whether implementation of its AI vision will enable individuals, not just enterprises| Forbes
In a knowledge economy, decisions based on competence typically outperform decisions based on positional title. Networks also provide quicker access to those with competence.| Forbes
The origin of 'the world’s dumbest idea’: maximizing shareholder value: The idea got going with an article by Milton Friedman in the New York Times in 1970. The economic consequences were disastrous.| Forbes
The Ongoing Paradigm Shift In Management Requires New Ways To Evaluate Performance| Forbes
The Copernician Revolution In Management: Two articles in the FT underline the revolution in management now under way| Forbes
The Real Reason For The Failure Of The Massive Effort To Enhance Psychological Safety Is That Managers Are Trying To Solve The Wrong Problem| Steve Denning
It’s Not Rocket Science That Is Making Millions Of Managers Obsolete. Or Even AI. Traditional Managers Have Simply Got The Wrong Goal| Steve Denning
The ten basic truths of the value-creating enterprise have transformed the practice of traditional management into the discipline of value creation. Here are seven reasons why.| Forbes
Traditional management no longer works. Managers are at risk. They can prepare for these changes by mastering the ten basic truths of the value creating enterprise| Steve Denning
Despite dire newspaper headlines, never before has so much new value been created for so many, all around the world. So why are most firms not yet embracing the change?| Forbes
Why Preisdent Biden Should Take Action On The Purpose Of A Firm| Forbes
Don't Waste Time Reorganizing: Delight Your Customers With A Nimble Network| Forbes
Discussions at the Drucker Forum showed dramatic change in the practice of management in the most successful firms today, while laggards contineue to struggle| Forbes
Agile management enables Spotify to beat its bigger richer rivals| Forbes
Nadella’s Six Winning Moves in Microsoft’s Digital Transformation| Forbes
Without Deep Change, Digital Transformations Are Doomed| Forbes
Why Industrial-Era Management Fails In The Age Of Digital| Forbes
Amazon's Jeff Bezos epitomizes strategic agility.| Forbes
Effective leadership storytelling must find ways to overcome the confirmation bias with a different narrative pattern: the springboard story| Forbes
Corporations Adopting Preachy Social Purposes Won’t Save The Environment| Forbes
Maximizing shareholder value is the dumbest idea in the world. The only valid purpose of a firm is to create a customer| Forbes
There is only one valid definition of a business purpose: to create a customer. Peter Drucker, The Practice of Management “Imagine an NFL coach,” writes Roger Martin, Dean of the Rotman School of Management at the University of Toronto, in his important new book, Fixing the Game, “holding a press conference on [...]| Forbes
A new era of value creation has emerged in some of the fastest growing enterprises of all sizes and is transforming the world economy| Forbes
Leadership needs to move beyond adding patches to traditional management and rethink management as the art and science of creating value for others faster| Forbes
A paradigm shift in management has transformed the way firms are run, upending a century-long focus on short-term profits and so-called scientific management| Forbes
Exponential network effects are the El Dorado of modern management. They flow from mobilizing customers as value-co-creators. They require 21st century management.| Forbes
How Networks Of Competence Defeat Hierarchies Of Authority| Forbes
While Some Explore AI’s Possible Impact, The More Important Task Is To Depict The Revolutionary Changes in 21st Century Management That Have Already Occurred| Forbes
Achieving network effects requires a radically different kind of management in which meaning for customers is imbued in everything the firm does| Forbes
Networks require hierarchy to (1) create them; (2) establish their rules; (3) maintain and support them; and (4) align the rest of the organization with their autonomy.| Forbes
Why dynamic networks of competence are replacing mechanistic hierarchies of authority with a passion for value creation and sustained innovation| Forbes
Firms run as networks of competence tend to grow faster and have higher staff engagement then firms run as hierarchies of authority| Forbes
Business School Textbooks Teach Obsolete Top-down Concepts Of ‘Management’ With A Focus On Tools And Processes Ahead Of Mindsets and Interactions| Forbes
For the century after Frederick Taylor declared in 1911 that "the system must come before the man," processes dominated. Now mindsets drive processes.| Forbes
AI hype Is generating hundreds of billions of dollars in investment. Yet AI is still hobbled by inconsistent data, and crippled by siloed expertise.| Forbes
Unleashing Deep Purpose: Tesla's Integration Of Mission, Goal, And Workplace, Has Solidified Its Position As Auto Industry Leader And As The Creator Of A New Pattern Of Management| Forbes
How The Lack Of An Agreed Definition Of ‘Management’ Has Turned the Discipline Of Management Into A Tower Of Babel| Forbes
The Reasons Why The ‘How’ Of Management Has Been Upended By The Right Hemisphere Of The Brain| Forbes
Despite The Apparent Setbacks Of Some Agile Methodologies, Agile Mindsets And Principles Are Helping Generate Trillions Of Dollars In Customer Value| Forbes
Surprise! The Most Valuable Firms In The World Are Agile!| Forbes
While The Top 20% Of Firms In The S&P500 Forge Further Ahead, The Bottom 80% Are Crippled By Obsolete Thinking And Assumptions| Forbes
Conflicting definitions of ‘management’ have created a Tower Babel: Ten steps can get us a fresh definition of management fit for challenges of the digital age.| Forbes
